The correct metaphor for motivating employees is turning a key in the ignition and keeping the gas tank full

Motivation is like a flame — it needs careful tending to keep it burning. In this follow-up, we delve deeper into actionable strategies to keep the spark alive.

When I was in tenth grade, my science teacher taught us about the different forces in physics. The classrooms were off a long, central hallway with stairs on each end. “What would happen if we had a girl on one side pushing a ball to someone on the other side?” the teacher asked.

The correct answer was that the ball would stop midway — the hall was just too long. The power of movement would power the ball in the beginning, and inertia would keep it rolling (an object in motion…). But as the ball rolls along the floor, friction acts in the opposite direction of the ball’s motion, gradually slowing it down until it stops midway.

I used to view motivation as that initial push you need to give the ball to get it down the hall.

But over time, I shifted my approach. I realized that yes, in the beginning people do need a push. But over time, there’s friction and that slows their motivation. However, if you need to keep providing pushes, you’ll spend your work life running around the halls pushing balls.

Eventually, I realized that the correct metaphor for motivating employees is turning a key in the ignition and keeping the gas tank full. After that initial turn, as long you fill the tank regularly and press the gas pedal, the car can drive and get you from place to place. Motivating others isn’t about pushing; it’s about nurturing.

What Is Motivation?

The term “motivation” is bandied about a lot, but what does it mean?

“Motivation” has “motion” at its root. Motivation is the reason or desire we have for taking a particular action. Newton’s First Law of Motion, which states that an object at rest stays at rest unless acted upon by an unbalanced force, can also refer to humans.

Why do we get out of our cozy beds in the morning? Why do we brave the crowded supermarket on Thursday afternoon? Why do we brush and floss each night? The reasons — the desire to get our kids to get to school on time; wanting to have delicious food for Shabbos; the wish to avoid the pain of cavities — are our motivations.

Motivation drives every action we take. And shaping our employees’ motivations is crucial to being an effective manager.

Elephant, Rider, and Road

From its inception, psychology has been fascinated with motivation. Dozens of models examine its roots and explore how we can motivate ourselves and others.

One of the most basic — and helpful — models is that offered by social psychologist and author Jonathan Haidt. And it’s one that strongly aligns with the mussar approach to life.

He notes that psychologists have discovered that our brains operate using two distinct systems — the rational and the emotional — and offers a vivid analogy to illustrate the interplay between them: Imagine your brain as a human rider atop an elephant.

The rider, embodying the rational system, plans and solves problems, charting a course for the journey. But the true power lies with the elephant, the emotional system that drives the journey forward.

And then there’s also the path they travel. “Path” represents the external environment. By clearing obstacles and shortening the route, you make the journey easier.

In their excellent book, Switch: How to Change Things when Change is Hard, Chip and Dan Heath describe this trio of influences in depth: “Perched atop the Elephant, the Rider holds the reins and seems to be the leader. But the Rider’s control is precarious because the Rider is so small relative to the Elephant.

“Anytime the six-ton Elephant and the Rider disagree about which direction to go, the Rider will lose. He’s completely overmatched.”

Jonathan Haidt’s rider-and-elephant analogy highlights the challenge of behavior change. First, the rational rider needs clear guidance. Second, the emotional elephant requires engagement and inspiration. Finally, an unobstructed, well-planned path is crucial for achieving success.

In mussar language, the rider is the seichel, the mind; the elephant is the regesh, our emotions; and clearing the path speaks about the importance of sevivah, creating an environment that fosters growth or the change that you wish to make.

Let’s drill down to each of these elements.

Direct the Rider

Help your workers prioritize. Regularly meet with those you manage, review their tasks, and ensure they prioritize the tasks most crucial to the company.

Focus on past successes. When an employee is overwhelmed, remind them of tasks they’ve aced; let them know you view them as a winner.

Realize that riders get tired. This can be making sure that employees don’t just grab a quick bite in front of their computer or encouraging them to take a day off after a long project. They also may get tired of working with the same routine/content/people for extended periods. In both cases, what looks like dedication can lead to burnout.

Be specific when offering feedback. “We need to try harder,” says nothing. “I want something different,” is equally unhelpful. When you have negative feedback, break down exactly what you’d like changed.

Show them the destination. It’s much easier to change when you know where you are going and why. Make sure the goal is both clear and visible. For example: We want to reach 10,000 women by the end of the year.

Move the Elephant

Stir emotion. Knowledge is not enough; we need passion. No matter your field, people are being helped by the work your team does. Tell your team about those people in vivid terms to move them to do the best job possible. Often, telling a specific story or drilling down to that exact customer’s journey will connect them to the “why” of their efforts.

Don’t just talk; tell stories. Stories are not limited to our beneficiaries. When trying to implement changes, highlight real-life examples of people or teams who have successfully navigated similar changes. This not only makes the change feel achievable but also provides a clear model to follow.

Shrink the change. Set small incremental goals so the elephant won’t be scared away. Share regular reports of progress to keep up the momentum. The Heaths quote their father who recommended replacing milestones with “inch pebbles.”

Highlight personal gains. Clearly articulate how the change will benefit each employee. For example, if introducing a new workflow, explain how it will reduce their workload, increase efficiency, or provide new opportunities.

Create a sense of identification and initiative. Feeling part of the process increases commitment. Actively seek feedback. Use surveys, suggestion boxes, or regular feedback sessions to gather insights. Ensure that feedback is considered and acted upon.

Give credit to those who bring an idea to the table. Years ago, I was a programmer in a government office. We were reprogramming a system built decades before. We went through all the processes the current system supported and reviewed its functionalities and reports. Over and over, we kept hearing that we must make sure to incorporate the “Mazal Report.” That was the monthly report that integrated all the key data the department needed. We went through each field on the report. At the end of the lengthy meeting, I asked why the report is called the Mazal Report. Is it because it brings you good luck or because it reports your luck? I was shocked when I was told that it was called The Mazal Report because a programmer named Mazal was the one who initiated and implemented this key tool for the department.

Accept mistakes. If people are terrified of making mistakes, you won’t accomplish much — growth comes from risking changing the status quo. Mistakes should be seen as learning opportunities. “We didn’t succeed” should become, “We’re not there yet.” Legend has it that a C-level manager made a terrible mistake that cost a company ten million dollars. He was called into the CEO and was convinced he was going to be fired. When the CEO went on to discuss a different issue he was shocked and timidly brought up his fears. To which the CEO answered, “Fire you? Are you kidding? I just spent ten million training you….”

Straighten the Path

Optimize the workspace. Ensure your office is comfortable and workers have all the supplies they need (it’s a shame to spend ten minutes trying to find a stapler to staple a contract). And keep a well-stocked kitchenette — coffee is powerful fuel.

Leverage technology. Implement project management software to streamline workflows. Having everything clearly written down and visible to the team frees the mind to focus on the actual work.

Create habits. When something becomes a habit, it requires almost zero effort. Establish triggers or cues that prompt the desired behavior.

Make it simple. In Switch, the Heath brothers tell of two researchers who wanted to make it easy to eat more healthily. One of the main sources of saturated fat in Americans’ diets is whole-fat milk. And the researchers discovered that people will drink whatever type of milk is in their fridge. So they needed to change purchasing behaviors. They ran ads showing the amount of fat in half a gallon of milk in a deeply unappealing way. In a short while, the number of people buying low-fat milk doubled. They’d turned the right move into the go-to move.

Develop positive herd behavior. Behavior is contagious. Look for the team members who personify the approach you want to foster and consider giving them mentor positions. When hiring, look not just for the skills and knowledge, but also for a person whose work habits and attitude will be a positive addition to the group.

(Originally featured in Mishpacha, Issue 1044)